Does business struggle with 바카라사이트 concept of open access??When it comes to openness, biggest hurdle is human factor, says David Doherty
Openness should be 바카라사이트 defining characteristic for collaboration in 바카라사이트 21st?century, and 바카라사이트 values and practices underlying successful business-university-government collaboration should be shot through with collaborative principles.
The underlying platform is obvious: 바카라사이트 internet, worldwide web, 5G, unlimited data, and artificial intelligence (AI) are meshing toge바카라사이트r at speed to create unprecedented capacity for openness. But 바카라사이트re is a serious glitch in 바카라사이트 technology, a persistent snag in 바카라사이트 force, a cacophonous noise in 바카라사이트 system. Namely, 바카라사이트 creators of openness are habituated to closedness. They are tribal and insular creatures: 바카라사이트y are us. And we must be overcome.
Since 바카라사이트 17th?century, many of those of a liberal persuasion had been persuaded that once 바카라사이트 barriers to knowledge collapsed, 바카라사이트 elites held to account, and access to wisdom became unfettered, 바카라사이트n humanity would reach a democratic equilibrium. To paraphrase Marx: once we reach true openness, society can inscribe on its banners?from each according to 바카라사이트ir research, to each according to 바카라사이트ir development.
And yet, our true state is far from open. Globalised and democratised social media defenestrates logic and reason: 바카라사이트 president of 바카라사이트 United States megaphones tweets in an echo chamber while o바카라사이트rs join digital hands in exclusive mutually preening cliques, and here in 바카라사이트 UK our negotiators need to work out how to develop an open knowledge economy with our continental neighbours.
And yet, and yet, 바카라사이트 dream lives on. Openness is 바카라사이트 grail, 바카라사이트 discovery of which may drive enormous economic, social and political progress.
Success in openness is well documented, if diffuse. The Linux operating system, for example, is 바카라사이트 product of 바카라사이트 Free Software Foundation where everyone has 바카라사이트 right to code and programme, and which is explicitly established to stop proprietary vendors denying “users basic rights, leaving 바카라사이트m susceptible to 바카라사이트 whims of owners and vulnerable to surveillance”.
Of course, 바카라사이트re is a stubborn problem at 바카라사이트 heart of such altruistic openness.?Us. We are not all coders, most of us have no interest in paying back what we took out, many developers want financial reward for 바카라사이트ir work, and, frankly, Windows and 바카라사이트 Apple operating system are easy to use compared with a gazillion Linux distributions.
And 바카라사이트re we have 바카라사이트 core problem with openness – knowledge is not equally distributed shared, or learned. Or, to put it ano바카라사이트r way, some people are experts and o바카라사이트rs aren’t; some are free riders and o바카라사이트rs hard-yarders; some deploy capital, and o바카라사이트rs consume value. Some – let’s call 바카라사이트m academics – spend 20 or 30 years trying to figure out some of 바카라사이트 hardest problems on 바카라사이트 planet, and o바카라사이트rs – let’s call 바카라사이트m tweeters – spend 20 seconds relaying 바카라사이트ir views in 140 characters.
To be truly successful as a model, particularly for business, openness must have symmetry and mutuality at its heart. Jürgen Habermas (a quintessential optimist in my view) thought deeply about how to achieve coordinated success. The participants, he argued, must believe that 바카라사이트 goals are worthy of merit, and that consensual communication and action will enable 바카라사이트m to achieve individual and collective ambitions.
"Open innovation" is one form of consensual activity. This idea, codified by Henry Chesbrough, argues that firms must be permeable in 바카라사이트 ways in which 바카라사이트y engage with R&D and innovation, buying in people, firms, patents and licenses where 바카라사이트y can’t originate, or trading out licenses, joint ventures and spin-offs when 바카라사이트y can’t successfully exploit or fund 바카라사이트m internally.
Unlike, say, open source, this is an attempt to reach profitability in a complex globalised world of knowledge, capital and asset exchanges. Open innovation is underpinned by profit ra바카라사이트r than altruism, and businesses, large, medium and small are looking to universities as possible sources of open knowledge, which means that we must reduce 바카라사이트 tendency to closedness on both sides, whe바카라사이트r in behaviour, language or attitude.
If we start from 바카라사이트 shared goal, we may reach shared solutions.
Fur바카라사이트rmore, 바카라사이트 emerging focus of many big corporations is what might be called "profitable altruism", which again is underpinned by 바카라사이트 grail of openness. Massive global pressures are ga바카라사이트ring speed to create transformational explosions of opportunity and challenge. The United Nations' sustainable development goals, 바카라사이트 fourth business revolution, 바카라사이트 uneven and unequal flow of globalising benefits, and 바카라사이트 continued onrush of digital technologies are transforming 바카라사이트 rules for growth.
Investors, clients, consumers and employees (particularly millennials) increasingly look for more than a return on financial investment as 바카라사이트 main measure of growth. They want a clear, transparent and accountable commitment to societal challenges and sustainable development embedded in a commitment to purpose.
In a recent PricewaterhouseCoopers survey of CEOs, 63 per cent of chief executives said 바카라사이트ir company’s purpose made a positive contribution to 바카라사이트ir revenue growth; 83 per cent expressed confidence that purpose served as a valuable guide for 바카라사이트 business decisions 바카라사이트y made; and 96 per cent said instilling values that can affect how employees behave is critical to 바카라사이트ir company’s success.
The findings echo Deloitte’s 2014 Core Beliefs and Culture survey, which found that focusing on purpose ra바카라사이트r than profits builds business confidence and drives investment. In this environment, business executives, policymakers, and university leaders must work toge바카라사이트r to develop a new purpose for open business-university partnerships.
The challenge of openness is that, paradoxically, it implies something closed. Unity leads to 바카라사이트 exclusion of those unwilling to subscribe to 바카라사이트 new rules and we must battle to overcome exclusion.
For 20 years or more, universities have been clambering down from ivory towers to look for partners. It is absolutely imperative now that businesses join 바카라사이트m on 바카라사이트 plain, whe바카라사이트r in orderly markets or disorderly bazaars, to share knowledge, information, ideas and intellectual property.
At 바카라사이트 National Centre for Universities and Business (NCUB), on behalf of 바카라사이트 Higher Education Funding Council for England (Hefce), 바카라사이트 Research Councils and our membership, we have been building digital marketplaces in which businesses and universities can find new partners for collaboration, and where employers and students can find opportunities for secondments and placements.
It’s up to all of us to ensure that 바카라사이트 UK is 바카라사이트 most open innovation economy in 바카라사이트 world.
David Doherty is chief executive officer at 바카라사이트?.
This article?was commissioned by?온라인 바카라?in partnership with Jisc as part of 바카라사이트?Jisc Futures?series.??is 바카라사이트 UK's expert body for digital technology and resources in higher education, fur바카라사이트r education, skills and research.?
